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try is here. What steps do you take to create the leadership pipeline need- ed to retain your top people and not lose them to other firms? MC: The first step is to attract the right people. Our interview process is designed to ensure that candidate skill sets align with need, and that candi- dates’ sensibilities are aligned with values and core principles. That sets up a long-term, mutually beneficial re- lationship. Beyond that there is no sil- ver bullet. We actively discuss career objectives with staff, and then employ a combination of mentorship and pro- fessional development. We give proj- ect assignments that push them be- yond their current capabilities. In turn, this creates that strong leader- ship pipeline that we need in an envi- ronment that motivates and helps to achieve career objectives. TZL: As you look for talent, what po- sition do you most need to fill in the coming year and why? MC: There are a few areas. We’re seek- ing strong technical people, project managers, market leaders, and experi- enced business support personnel. As our workload increases, experienced technical professionals and project managers can be difficult to find, so we expect those positions to be among the most pressing. TZL: While plenty of firms have an ownership transition plan in place, many do not. What’s your advice for firms that have not taken steps to identify and empower the next gen- eration of owners? MC: Start now and begin to engage the next generation of owners. Involve them in leadership and develop a rea- sonable timeline for transition. This See CONFERENCE CALL, page 8 “Our commitment to lean operations drives all staff to continually look for ways to improve our processes, analyze the proposed changes, and then assist us with implementation. Nothing we do is off the table.”

our firm. Our core focus is on project teams, as the primary means of deliv- ering value and design solutions to our clients. These teams are empowered to plan their projects, strategize the de- livery, and do what it takes to get the job done. Our market leaders, techni- cal leaders and corporate leaders pro- vide support to those teams. Our com- mitment to lean operations drives all staff to continually look for ways to improve our processes, analyze the proposed changes, and then assist us with implementation. Nothing we do is off the table. Small changes often yield significant results. “Our interview process is designed to ensure that candidate skill sets align with need, and that candidates’ sensibilities are aligned with values and core principles.” TZL: In the next couple of years, what A/E segments will heat up, and which ones will cool down? MC: I believe our core markets – healthcare, science and technology, corporate and commercial, and edu- cation – will all remain strong in the near term. The trend toward urbanism and more dense/walkable communi- ties will continue to drive revitaliza- tion projects. The political climate in Washington, D.C., and uncertainty in public project funding will continue to impact the public sector. TZL: With overhead rates declining over the last five years and utiliza- tion rates slowly climbing back up to pre-recession levels, how do you deal with time management policies for your project teams? Is it different for different clients? MC: Control of our overhead costs, proper alignment of staff with work- load, and related time management initiatives are all positive contributors to our operational efficiency. High- er efficiencies allow us to spend more time with clients and on projects, and less time on internally-focused tasks that do not bring value to our clients. This benefits all of our clients. TZL: The talent war in the A/E indus-

YEAR FOUNDED: 1908 HEADQUARTERS: Portland, OR OFFICES: 6 offices in 3 states NO. OF EMPLOYEES: 350

SERVICES: Planning:

❚ ❚ Urban planning ❚ ❚ Master planning Design: ❚ ❚ Architectural ❚ ❚ Interior ❚ ❚ Engineering ❚ ❚ Mechanical-electrical ❚ ❚ Structural ❚ ❚ Landscape ❚ ❚ Graphic Consulting: ❚ ❚ Branded environments ❚ ❚ Strategic consulting ❚ ❚ Sustainable consulting

COMMITMENT: Altering current planning, design, and construction practices to realize significant reductions in the use of natural resources, non-renewable energy sources and waste production, and to promote regeneration of natural resources, will require our ongoing effort in conjunction with industry partners, educational institutions, and concerned organizations. HISTORY: For 100 years, the firm of Harley Ellis Devereaux has grown in form and function, most often in parallel to the historic and economic tides sweeping America, and the continual shifting of society’s wants and needs.

pril 9, 2018, ISSUE 1243

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